Delivering Capital Ambition Cardiff Council Corporate Plan 2020-23
Mae’r ddogfen hon ar gael yn Gymraeg hefyd / WORKING FOR CARDIFF, This document is also available in Welsh WORKING FOR YOU Leader’s Introduction
2020-2023
As my Administration enters the second half of its municipal term, we have reaffirmed our Capital Ambition commitments to create a greener, fairer and stronger capital city.
This plan describes in detail how we will deliver our Capital Ambition programme.
With the UK having now left the European Union, the plan sets out a positive and progressive response, with the Council investing alongside the private sector in a programme of major regeneration projects, placing a relentless focus on job creation and attracting inward investment. This work will include completing Central Square and the city centre’s transformation as a business district, launching the next phase of Cardiff Bay’s regeneration and delivering a new Industrial Strategy for the east of the city, which will create new jobs in this too often overlooked part of the city.
But a strong economy is about much more than simply creating jobs and attracting investment. It is a scandal that many of the poorest communities in Wales – including the one I represent - are less than a stone’s throw away from the nation’s economic centre. And so, through initiatives like the Living Wage City, we will place an equal emphasis on ensuring that the jobs and opportunities created in Cardiff are taken by citizens of all our communities.
Education remains our top priority. This plan describes how we will continue to drive up school performance and reduce the attainment gap between children from our most affluent and deprived communities, led by our hundreds of millions pound investment in building new, and improving existing, schools, and our commitment to becoming a Unicef Child Friendly City.
We will only achieve our ambition of becoming a Unicef Child Friendly City when Cardiff is a great place to grow up for all our children. Indeed, there can scarcely be a more important issue for the Council or the city than how we look after our most vulnerable children, particularly those in our care. We have invested in a new preventative, early help service for families that will put the right intervention in place, at the right time, in the right way. Over the next year, I expect this approach to begin making a big impact in helping families well before they reach a point of crisis. And we will make sure that the children in our care have the support from us, as a Corporate Parent, that any child would expect from their parent.
As with our youngest citizens, so too our oldest. The partnership working between the Council and the University Health Board, be it Council staff working alongside the nurses and doctors on the wards in the Heath or in facilities like the Dementia Centre in Ely, is an inspiration. As the cuts continue to come, these teams are lighting the path that other public services will need to follow. They are a perfect example of what I mean when I talk about creating in our public services ‘One Team, working for Cardiff’.
1 DELIVERING CAPITAL AMBITION We will continue to invest in our communities, building new Council homes for the first time in a generation, delivering our programme of community regeneration schemes and making services more accessible through our locality approach, which joins up all public services at the community level, centred on our successful Community Hubs. Allied to this approach, we will break down barriers between Council departments, acting as one team to keep our streets and communities clean, targeting our efforts intensively on inner city wards and areas of greatest need.
This plan also sets out how we will respond to the Climate Emergency and ensure that Cardiff grows in a resilient and sustainable way. In no area of city life will this be more important than in shifting to sustainable transport. We have set out a £1billion programme of rail, bus and bike projects to drastically reduce our carbon emissions, air pollution and congestion, in addition to a range of initiatives in sustainable energy, housing and food. For those young people worried about your future, you have my commitment that we will do everything in our power to deliver this Green New Deal, and that Cardiff will play its part in meeting the challenge of the Climate Emergency.
We do not underestimate the difficulty of delivering our agenda. It will require bold solutions and big ideas, allied to ambitious and determined leadership, prepared to assemble a coalition of the willing. But I approach the years ahead with confidence, because I know that these are qualities that we in Cardiff have in abundance.
I look forward to working with partners from every community of our great city to deliver our Capital Ambition of creating a greener, fairer, stronger future for Cardiff.
Cllr Huw Thomas Leader of Cardiff Council
2 DELIVERING CAPITAL AMBITION Capital Ambition Priority: Working for Cardiff
1. Cardiff is a great place to grow up Page 09 2. Cardiff is a great place to grow older Page 23 3. Supporting people out of poverty Page 31 4. Safe, confident and empowered communities Page 39
Capital Ambition Priority: Working for Wales
5. A capital city that works for Wales Page 49
Capital Ambition Priority: Working for the Future
6. Cardiff grows in a resilient way Page 57
Capital Ambition Priority: Working for Public Services
7. Modernising and integrating our public services Page 67
Capital Ambition
To outline its ambitions for the city, the Council’s Setting Well-being Objectives Administration initially set out a policy programme for the five years from 2017 to 2022, entitled ‘Capital Ambition’. These The Well-being Objectives were set following a self- policy commitments were updated in January 2020. assessment process undertaken by each directorate. This process was designed to ensure that each directorate had Capital Ambition identifies four priorities: due regard to the Sustainable Development Principle by • Working for Cardiff: Making sure that all our citizens can encouraging a consideration of the five ways of working: contribute to, and benefit from, the city’s success. • Long term: The Well-being Objectives and steps in this plan • Working for Wales: A successful Wales needs a successful were informed by the Well-being Assessment 2017, the capital city. Population Needs Assessment and work on Future Trends undertaken by the Cardiff Public Services Board (PSB). • Working for the Future: Managing the city’s growth in a sustainable way. • Prevention: Drawing on the evidence, our Well-being Objectives and steps are designed to tackle both the • Working for Public Services: Making sure our public immediate demand pressures on public services and the services are delivered efficiently, effectively and sustainably root causes of these pressures, most importantly through in the face of the rising demand and reducing budgets. tackling poverty and inequality. • Collaboration: The Well-being Objectives in this plan were Delivering Capital Ambition developed in close collaboration with our public service partners, and the Cardiff PSB has adopted the same seven Delivering Capital Ambition, the Council’s Corporate Plan, Well-being Objectives in its Well-being Plan, reflecting our sets out how the Administration’s priorities for Cardiff will shared aspirations and the common understanding of be achieved, providing clarity on what will be delivered, and challenges facing the city. by when. • Integration: The Well-being Objectives cut across In accordance with the requirements of the Well-being of departmental silos, focussing on what all Council services Future Generations (Wales) Act 2015, Delivering Capital can do to improve the well-being of the people of Cardiff, Ambition sets out Cardiff’s Well-being Objectives, the steps and contribute to the seven national Well-being Goals. The we will take to achieve them and how we will measure Council has also integrated its Strategic Equality Objectives progress. into the Corporate Plan to ensure that the strategic actions for creating a more equal city are embedded in the Council’s Planning and Delivery Framework. Glossary of Terms • Involvement: In developing the Well-being Objectives we • Well-being Objective: sets out what the Council wants to have drawn on the results of the annual Ask Cardiff citizen achieve survey - which received over 3,800 responses - and on focus groups with ‘seldom heard’ groups. We have also drawn on • Outcome Indicator: a measure of city-wide performance the results of the Child Friendly City Survey - which received over 6,000 responses from children and young people - as • Step: what the Council will do, and by when, to help achieve well as feedback from specific consultation exercises, such each Well-being Objective as the Transport Green Paper. • Key Performance Indicator: an indicator of operational performance that shows if the steps the Council are taking are effective • Target: sets out a numerical value on Key Performance Indicators to be achieved • Budget Setting Process: how the Council will ensure that resources are allocated annually for the purpose of taking steps to meet its Objectives • Self-Assessment: a process that directorates undertake to help shape Well-being Objectives and identify the steps for inclusion in Delivering Capital Ambition
5 DELIVERING CAPITAL AMBITION The Council’s Policy Framework • Well-being Plan: focuses on areas of collaborative advantage in the delivery of public services. Both the Capital Ambition sets out the Administration’s policy Council and the Public Services Board will measure progress agenda. The Corporate Plan and the Well-being Plan are key towards achieving the Well-being Objectives using the documents in delivering Capital Ambition, as they translate same indicators of city performance. Not only will this the Administration’s priorities into deliverable organisational enable partners in Cardiff to keep track of how the city is performing, it will also help demonstrate Cardiff’s objectives. contribution towards achieving the Welsh Government’s • Corporate Plan: focuses on the issues and services which aim of improving well-being nationally. the Council has prioritised.
Contribution to National Well-being Goals CARDIFF LOCAL Well-being The Welsh Government has set out national Well-being Goals Objectives under which Cardiff Council and the Cardiff PSB have agreed complementary local Well-being Objectives. In order to measure Cardiff’s progress towards achieving the seven Well- being Objectives, a series of high-level outcome indicators were selected which provide objective measures of the city’s performance. Outcome indicators are high-level indicators which measure long-term trends. They provide an overview of the city’s performance, both over time and relative to other cities and Local Authorities. The trends they measure are difficult to influence directly and no single body or organisation can be held accountable for delivering them. A full set of outcome indicators is published annually by the Cardiff Public Services Board, most recently in the Cardiff in 2019 analysis, which provides an annual snapshot of how the city is performing.
WALES NATIONAL Well-being Goals
6 DELIVERING CAPITAL AMBITION Cardiff in 2020
A Fast Growing and Changing City
In the ten years from 2008 to 2018, Cardiff’s population grew That so many people are choosing to live and work in Cardiff by 9.5%, or 31,500 people, and this growth is set to continue, is good news, but it will strain our city’s infrastructures and put with the Welsh capital projected to be one of the fastest-growing new demands on our public services. major British cities. This is because the city’s population growth will not be spread Cardiff is also by far the fastest-growing Local Authority in evenly across age groups. For example, the expected 22% Wales. Over the next twenty years the capital city is set to see a increase in school children aged 5-15 years over the next twenty larger growth in population than the other 21 Local Authorities years will mean that more school places and more teachers will in Wales put together. The number of people working in Cardiff be needed. has risen sharply over the past year, resulting in a net increase Similarly older people – particularly those over 85 years old in the number of jobs in the city of some 25,000. In fact, five whose numbers are expected to more than double in the next out of every six new jobs in Wales have been created in the twenty years – are more likely to need to go to hospital or the capital over the past five years. GP surgery, or need help from social care services.
Projected Population Growth 2019-2039 Cardiff Projected Population Growth by Age Group, 2019-2039
120%
80,000 103% 100% 70,000 74,400
60,000 80% 51,800 50,000 60% 40,000 % Change
No. Change 30,000 40% 39%
20,000 20% 22% 20% 10,000
0 0% All Ages 5-15 Year Olds 65-84 Year Olds Over 85s Rest of Wales
Climate Emergency
In March 2019 the Council declared a Climate Emergency, the city and is committed to accelerating this agenda moving recognising the conclusions of the Intergovernmental Panel on forward. This will include bringing forward a revised One Planet Climate Change that limiting global warming to 1.5°C would Cardiff strategy to set out the Council’s aspiration and begin a require the city to lead on rapid and far-reaching transitions city-wide conversation about what more the Council, the city in land, energy, buildings and transport. The Council is already and residents could be doing to tackle the Climate Emergency. invested in a number of activities that will help decarbonise
7 DELIVERING CAPITAL AMBITION An unequal city
The gap between rich and poor in the city is too wide, and it is In fact, if the ‘Southern Arc’ of Cardiff, from Ely in the West growing. For example, unemployment rates in Ely are around to Trowbridge in the East, was considered a single Local ten times higher than those in Lisvane. Authority, it would be far and away the most deprived in Wales. This deprivation damages too many lives, it places Differences in health outcomes are even more pronounced, pressure on public services and it breaks the bonds that help with a healthy life expectancy gap of between 22 and 24 to create a strong society. years between the most and least deprived communities, and premature death rates from key non communicable diseases in Splott being around six times higher than in Thornhill.
Percentage of Population Living in 10% Most Deprived Areas of Wales, WIMD 2019 Overall Index
SOUTHERN ARC of Cardiff 36.4% Newport 25.3% Merthyr Tydfil 21.3% Source: 2019 WIMD, CARDIFF (Local Authority) 18.1% Welsh Government/ Rhondda Cynon Taf 16.1% Mid-2018 Small Area Neath Port Talbot 15.3% Population Estimates, ONS Blaenau Gwent 12.6% Denbighshire 12.1% Swansea 11.6% WALES 9.7% Caerphilly 9.5% Wrexham 7.2% Bridgend 6.1% Pembrokeshire 5.1% Torfaen 4.8% REST OF CARDIFF 4.6% Conwy 4.5% Carmarthenshire 3.9% Vale of Glamorgan 3.7% Flintshire 3.3% Gwynedd 3.0% Isle of Anglesey 1.8% Ceredigion 1.7% Powys 0.9% Monmouthshire 0.0% Southern Arc
No end to austerity
At the same time as a rapid growth in demand, the city’s needed to maintain services for a fast-growing population. public services have been enduring a long period of financial This means that there is no end in sight to austerity for public austerity. During the past ten years, the Council has made al- services in Cardiff. It will also mean that, in the medium term, most a quarter of a billion pounds in cumulative savings and the amount of funding available for non-statutory services reduced the number of its non-school staff by 22%. like parks, libraries or waste collection will make their contin- ued delivery very challenging. This will form the backdrop to Looking ahead, the Council must close a budget gap of public service delivery as the city responds to the realities of £73m over the next four years. This is the gap between the the post-Brexit world and the Council continues to deliver its amount of funding available to the Council and the amount agenda for the city.
8 DELIVERING CAPITAL AMBITION Well-being Objective 1: Cardiff is a great place to grow up
For many children and young people in our city, Cardiff is a great place to grow up. Educational provision and learner achievement are both improving, and the city offers a wealth of opportunities in sports, business, leisure and culture.
Although the performance of our schools has significantly improved over recent years, we need to continue the focus on addressing inequality in achievement, participation and progression, which for certain groups of young people remains too high in Cardiff. Through ‘Cardiff 2030’– our vision for education and learning in Cardiff – we will continue to transform our education system and deliver our commitment that every child in Cardiff goes to a good or excellent school.
Cardiff, like all major cities, is facing acute pressures in Children’s Services – driven by a combination of austerity and poverty and complex issues facing many families. Through supporting families way before crisis point, through providing excellent care and support for all children in care and through supporting those leaving or who have left care, we will do all we can to make sure that Cardiff is a great place to grow up for all our children.
9 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Improving City Performance: Achievement at A level1
Percentage of 17 year old pupils entering at least 2 A Levels achieving 3 A* - C, 2018/19 80.0
70.0
60.0
50.0
40.0
Percentage 30.0
20.0
10.0 1 Measures relating to Founda- tion Phase through to KS4 are 0.0 not included in this Corporate To Rhondda Cynon Caerphilly Carmarthenshi Neath P Flintshi Bridgend P Newport Isle of Anglesey W P Conw y Monmouthshi Swansea Denbighshi Gw Cer V Wr CARDIFF emb ro owys ale of Glamo rg Plan as they are no longer ales rf e ynedd edigion aen
xham updated. This is to allow schools to implement changes to the re k ort T curriculum in advance of the in- eshi troduction of the new Curriculum re
albot for Wales in 2022. re re re an Ta
f Source: Welsh Government
Improving City Performance: Achievement in Secondary Schools2
Average Capped 9 Points Score (Interim Measure Version), 2018/19
450.0 400.0 350.0 300.0 250.0 200.0 150.0 2 The Capped 9 points score which 100.0 measures a learner’s results for nine
(Interim Measure Version) of the qualifications available in 50.0 Wales changed in 2018/19. Only Average Capped 9 Points Score three of the qualifications now cover 0.0 specific GCSE subjects, down from five in previous years. The specific subjects are English or Welsh first language or Literature, Mathematics or Numeracy and a Science. In addition, only the results of the first awarding of a complete qualification will count towards performance measures (i.e. retakes are not counted).
Source: Welsh Government
10 DELIVERING CAPITAL AMBITION Percentage of Year 11 School Leavers known not to be in education, employment or Closing the Inequality Gap: training (NEET)
Year 11: Percentage NEETs, 2018
3.5
s 3
2.5
2
1.5
1
% of Year 11 School Leaver 0.5
0
Source: Careers Wales
The National School Categorisation System aims to provide a clear structure to review how National School Categorisation: well a school is performing.
School Categorisation: Primary, Secondary & Special Schools, 2016-2019
2019 58.8 31.7 7.3 2018 54.5 33.3 10.6 2017 49.6 39.0 8.9 2016 35.8 43.1 16.3 2019 47.4 39.4 10.3 2018 42.0 44.0 10.8 ales
W 2017 35.5 47.4 13.6 2016 27.6 53.7 15.8 0% 20% 40% 60% 80% 100%
Green Yellow Amber Red
Source: Welsh Government
11 DELIVERING CAPITAL AMBITION Improving City Performance: Number of Children Looked After
Children Looked After per 10,000 Population 2019 250
200
150
100
50
0 Number of Children Looked After per 10,000 After Number of Children Looked
Source: Welsh Government
Improving City Performance: Number of Children Looked After
Total ChildrenTotal Children Looked Looked After After
1200
1000 963 900 800 830 725 650 645 600 610
400 Number of Children Looked After Number of Children Looked
200
0 31/03/2014 31/03/2015 31/03/2016 31/03/2017 31/03/2018 31/03/2019 11/02/2020
Source: Welsh Government
12 DELIVERING CAPITAL AMBITION Progress Made
• A new vision for education in the city ‘Cardiff 2030’ further education when leaving school. 219 businesses was launched in November 2019, beginning an era of have engaged to date and 150 have made specific pledges ambitious, innovative and learner-focused education that will to support schools and young people. The percentage of help our young people thrive in the future. young people not in education, employment or training at the end of the year 2017/18 was 1.7%, reflecting • GSCE results improved again last year and remain sustained improvement in progression. above the national average. This is consistent with the strengthening pattern of provision as reflected in • The new Cardiff Family Advice and Support (CFAS) Estyn inspections and categorisation during the previous service was launched in November 2019, bringing school year. together information, advice and assistance services for children, young people and their families through a single • We have continued to narrow the attainment gap point of entry – the Family Gateway – with a focus on between those eligible for Free School Meals and preventative support. those not. • Cardiff’s Children’s Services “Delivering Excellent • Through our commitment to becoming a Unicef Child Outcomes” Strategy was launched in July 2019, Friendly City, Cardiff is leading the way in ensuring that designed to help meet the needs of our children and young every child and young person has their voice heard. people, work with them to fulfil their ambitions and achieve An increasing number of schools have joined the Rights the best outcomes. Respecting Schools Programme. Since September 2018, 56 schools have received a bronze award, 15 schools have • The Social Care Commissioning Strategy “The Right received silver and 3 have received gold. Home and the Right Support for our Children Looked After” was launched in November 2019. • The ‘Cardiff Commitment’ is helping to ensure that every child has access to training, employment or
Priorities for 2020/21
All children and young people in Cardiff experience high- commitment to becoming a Unicef Child Friendly City, Cardiff quality education will lead the way in ensuring that every child and young person has their voice heard and their needs taken into account, with Through our vision for education and learning ‘Cardiff 2030’, we a child’s rights approach embedded not just into our schools will continue to transform our education system to ensure every system, but across all aspects of public services and city life. child in Cardiff goes to a good or excellent school. As well as building on a period of consistent improvement in Supporting young people into employment educational attainment since 2012, with Cardiff schools now We will continue to deliver the Cardiff Commitment. With ranking amongst the top performers in Wales, our focus will over 200 employers now working with us to offer young be on narrowing the attainment gap, ensuring that everyone people employment and training opportunities, it has helped benefits from a good education regardless of background. ensure the number of young people in Cardiff leaving school Central to this will be transforming learning environments at 16 without a secure place in further education, training or through the continued roll-out of our £450m programme of employment is continuing to fall. investment in school buildings and supporting the continuous Supporting vulnerable children and families professional development of teachers and support staff so that we build a world-class educational workforce. Working with our partners, the Council will continue to focus on prevention, improving practice, supporting and developing We will also work to realise the new Curriculum for Wales, the workforce, enhancing the range of services offerred and ensuring children and young people in Cardiff benefit from an achieving improved performance. inspiring, relevant, real world curriculum that meets their needs and equips them for their future lives. We will continue to work with families and place an emphasis on preventative approaches to ensure that fewer children More than ever before, schools are also working with partners to enter the care system because outcomes for children are best make sure that children and young people are ready and able to when they are supported to grow and achieve within their learn. This means easily accessed support is available to improve own families. We continue to implement the Signs of Safety their emotional, mental and physical well-being. Through our approach to build on the strengths of children and young
13 DELIVERING CAPITAL AMBITION people and their families, undertaking robust assessment and analysis that hears the voice of the child and places the child at the centre of everything that we do. For children and young people who are not able to remain at home, we will be implementing a Reunification Framework to support children to return safely to their own homes wherever possible; this will include initiatives to prevent the escalation of needs, such as Family Group Conferencing. We will also be working with fostering and residential providers to develop sufficiency of local accommodation to ensure that young people can remain as close to home as possible. This includes the development of a residential assessment unit that will provide step-up / step-down provision for young people and support robust permanency planning. In relation to workforce, we will be implementing a market supplement in 2020/21 to ensure competitive rates of pay for front line teams. We are exploring longer term solutions to recruitment and retention that also contribute to this, along with ensuring that social workers are well supported in their roles and have access to good career development opportunities. The Council will also place an emphasis on continuing to improve child protection and safeguarding arrangements. Every good parent knows that children require a safe and secure environment in which to grow and thrive. That is why every child who is cared for by the Council has the right to expect everything from a corporate parent that would be expected from a good parent and it is why we are updating the Corporate Parenting Strategy, working with the children and young people themselves.
14 DELIVERING CAPITAL AMBITION What we will do to make Cardiff a great place to grow up
All children and young people in Cardiff experience high-quality education
Lead Lead We will: Member Directorate
Promote and fulfil children’s rights by becoming a Unicef Child Friendly City by Cllr Sarah Education & 2021, with work including: Merry Lifelong Learning • Ensuring all Cardiff schools are designated as Rights Respecting Schools; • Developing a ‘Passport to the City of Cardiff’ which will guarantee that every child can access a broad range of extra-curricular experiences across the city.
Deliver the new schemes in accordance with the Band B 21st Century School Cllr Sarah Education & Programme of school investment between April 2019 and 2024 to: Merry Lifelong Learning • Increase the number of school places available; • Improve the condition of school buildings; • Improve the teaching and learning environment.
Work with developers to deliver up to eight new primary schools and two new Cllr Sarah Education & secondary schools as part of the Local Development Plan for Plasdŵr and St Edeyrn’s. Merry Lifelong Learning
Deliver enhancements to the school estate through a two-year programme of asset Cllr Sarah Education & renewal and target investment in schools that require priority action by March 2021 Merry Lifelong Learning and Economic Development
Re-shape and enhance specialist provision and services for pupils with additional Cllr Sarah Education & learning needs to ensure sufficient, high-quality provision is available to meet the Merry Lifelong Learning current and projected need from 2019 to 2022.
Support Cardiff schools to draw on Cardiff’s unique context as the new Curriculum Cllr Sarah Education & for Wales is introduced for all year groups between 2022 and 2026, including piloting Merry Lifelong Learning joint working between schools, higher education and employers by 2022.
Invest in digital infrastructure, equipment and new learning technologies for Cllr Sarah Education & schools to support the implementation of the Curriculum for Wales in 2022. Merry Lifelong Learning
Improve the physical and emotional well-being of learners through the Healthy Cllr Sarah Education & Schools scheme, with initiatives including: Merry Lifelong Learning • Relationships and Sexuality Education – development and launch of a Healthy Relationships Education Directory and resources on menstruation and sustainable period products; • Promotion of Healthy Eating – programmes supporting the National ‘Veg Power’ campaign, and development of a pupil-led healthy lunchbox toolkit; • Supporting the Cardiff Metropolitan University Open Campus Programme and other initiatives.
15 DELIVERING CAPITAL AMBITION Lead Lead We will: Member Directorate
Deliver a Community-Focused Schools Policy that recognises and builds on the role of Cllr Sarah Education the school at the heart of the community. Merry & Lifelong Learning
Launch a school workforce strategy to recruit, retain and develop staff at all levels in Cllr Sarah Education Cardiff by March 2021. Merry & Lifelong Learning
Strengthen school governance by enhancing governor training, encouraging shared Cllr Sarah Education capacity building between school governing bodies, developing Federation models where Merry & Lifelong these would add value, and extensive promotion and marketing campaigns to attract new governors into Cardiff schools. Learning
Support young people into education, employment or training by delivering the Cllr Sarah Education Cardiff Commitment, with a focus during the academic years 2019/20 and 2020/21 on: Merry & Cllr & Lifelong • Creating school/business partnerships to deliver experiences of work and target skills Graham Learning, and development in the key economic growth sectors of the Cardiff Capital Region; Hinchey Economic Development • Delivering targeted programmes of engagement and support for our most vulnerable young people; • Developing and promoting apprenticeship options for young people aged 16 – 19 with partners; • Developing a community benefits framework, via the procurement of Council goods and services, that delivers meaningful opportunities to young people.
16 DELIVERING CAPITAL AMBITION Supporting Vulnerable Children and Families – Improving Outcomes for All Our Children
Lead Lead We will: Member Directorate
Deliver an integrated model of Youth Support Services, built on high-quality youth Cllr Sarah Education work, to remove barriers to engagement and participation by April 2021. Merry & Lifelong Learning
Enable all young people with additional learning needs – who are known to social Cllr Graham Social Services services – to play an active and central role in planning for their transition to Hinchey adulthood during the year.
Improve mental health and emotional well-being for young people by working in Cllr Sarah Education partnership to deliver an integrated approach to children and young people’s emotional Merry & & Lifelong and mental health support across the child’s journey by March 2023 by: Cllr Graham Learning, Hinchey People & • Reviewing the effectiveness of the integrated referrals for the Barnardo’s Family Communities, Wellbeing Service through the Family Gateway; and Social • Developing an approach to joint assessment across Early Help teams and Services commissioned services to ensure family needs are met by June 2020;
• Working with the Cardiff and Vale University Health Board (UHB) to recruit two Young People’s Emotional Health and Wellbeing specialists to work alongside the Family Help, Support4Families and Cardiff Parenting teams by June 2020;
• Working with the Cardiff and Vale UHB to develop trusted referrer pathways from Early Help teams into the proposed NHS Single Point of Access Emotional and Mental Health Hub by January 2021;
• Piloting the role of resilience workers with the Cardiff and Vale UHB to build capacity for schools to address the numbers of children affected by multiple adverse childhood experiences;
• Delivering emotional and mental health support for young people through youth work intervention and the Curriculum for Life programme by April 2021.
Continue to reduce the impact of adverse childhood experiences on children’s well- Cllr Graham People & being by: Hinchey & Communities, • Developing new ways to review and monitor progress and impact of the Family Cllr Sarah and Social Gateway, Family Help and Family Support teams by March 2021; Merry Services
• Further developing the Family Gateway, Family Help and 0-16 Parenting Services by incorporating the Disability Team around the Family and Disability Parenting into these services, with the aim of providing a more inclusive approach to supporting families by March 2021.
17 DELIVERING CAPITAL AMBITION Lead Lead We will: Member Directorate
Enable more children to be placed nearer to home by December 2022 by: Cllr Graham Social Services • Implementing the action plans arising from the Social Care Commissioning Strategy by Hinchey December 2022, including: - Supporting children to return safely to their own homes during the year using a Reunification Framework; - Re-shaping respite provision by March 2021 to offer flexible short-break opportunities including emergency provision for children with disabilities; - Re-designing our Local Authority Fostering Service by December 2020 to increase our numbers of Cardiff foster carers’ homes for children; - Launching a new residential assessment centre by March 2021; - Developing accommodation sufficiency for vulnerable young people and those leaving care by December 2022; • Developing an effective recruitment plan with the Regional Adoption Service to increase the number of adoptive placements by March 2021.
Continue to develop and support the Children’s Services workforce by Cllr Graham Social Services implementing a recruitment and retention strategy and refreshed workforce plan Hinchey by March 2022, including: • Introducing a market supplement by April 2020; • Increasing tailored recruitment campaigns linked to this new offer; • Implementing longer-term proposals to retain social workers in Cardiff through ensuring competitive rates of pay and that social workers are fully supported by April 2021.
Roll out the locality working model for Children’s Services and review the impact to Cllr Graham Social Services better support families. Hinchey
Implement the renewed Corporate Parenting Strategy action plan by March 2023 to Cllr Graham Social Services, improve outcomes and well-being for Children Looked After by: Hinchey & Cllr Education • Developing partnership arrangements around access to education and educational Chris Weaver & Lifelong attainment for Children Looked After; Learning and People & • Improving transition and progression into education, employment or training for care Communities leavers by March 2021.
Implement a new service to support young carers by March 2021. Cllr Graham Social Services Hinchey
18 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
All children and young people in Cardiff experience high-quality education
Indicator Target
The percentage of Cardiff schools that are bronze, silver or gold Rights Respecting Schools. 60%
The Average Capped Nine Points Score achieved by Key Stage 4 pupils. 375
The attainment gap in the Average Capped Nine Points Score at the end of Key Stage 4 for those 65 eligible for Free School Meals and those not.
Key Stage 4 average points score (Literacy) 42.0
Key Stage 4 average points score (Numeracy) 40.0
Key Stage 4 average points score (Science) 38.5
Key Stage Welsh Baccalaureate Skills Challenge Certificate 38.0
The percentage of Year 11 leavers making a successful transition from compulsory schooling to education, employment or training: • All pupils 98.5% • Pupils educated other than at school 92.0%
The percentage of pupils achieving 3 ‘A’ levels at grade A* to C. 70.4%
The percentage attendance: • Primary 95.0% • Secondary 94.2%
The percentage of children securing one of their top choices of school placement: • Primary (of top three preferences) 96.6% • Secondary (of top five preferences) 91.0%
The proportion of asset renewal budget spend in the financial year 2020/21. 60%
The proportion of Priority 1a Schools Asset Improvement works – for completion over a two year 80% period – completed in the financial year in accordance with the responsibilities of schools and corporate landlord.
19 DELIVERING CAPITAL AMBITION Supporting Vulnerable Children and Families – Improving Outcomes for All Our Children
Indicator Target
The percentage attendance of Looked After pupils whilst in care in secondary schools. 94.2%
The percentage of all care leavers in education, training or employment 12 months after leaving 55% care.
The percentage of all care leavers in education, training or employment 24 months after leaving 55% care.
The percentage of Year 11 leavers making a successful transition from compulsory schooling to 90% education, employment or training for Children Looked After by Cardiff Council.
Of the total number of Children Looked After:
• Number of Children Looked After placed with parents. No target, but under constant review
• Number of Children Looked After in kinship placements. Increase where appropriate
• Number of Children Looked After fostered by Local Authority foster carers. Increase actual to 120 and as a percentage of overall population
• Number of Children Looked After fostered by external foster carers. Reduce as a percentage of overall population
• Number of Children Looked After placed in residential placements. Reduce whilst increasing provision in Cardiff
• Number of Children Looked After supported to live independently. No target
• Number of Children Looked After placed for adoption. No target
• Number of Children Looked After in other placements, such as prison, secure accommodation, No target supported lodgings, Home Office unregulated placements.
The percentage of children with a Placement Order not placed for adoption within 12 months of 25% the order.
The percentage of Children Looked After in regulated placements who are placed in Cardiff. 60%
20 DELIVERING CAPITAL AMBITION Indicator Target
The percentage of Children Looked After in regulated placements who are placed within a 20- 75% mile radius of Cardiff.
The percentage of families referred to Family Help, showing evidence of positive distance travelled. 70%
The percentage of Children’s Services social work posts filled by agency staff. 24%
Early Help:
Number of people supported through the Family Gateway. 7,500
Number of people supported by the Family Help Team. 1,500
Number of people supported by the Support4Families Team. 1,800
21 DELIVERING CAPITAL AMBITION 22 DELIVERING CAPITAL AMBITION Well-being Objective 2: Cardiff is a great place to grow older
As the city grows, and life expectancy continues to increase, the number of older people living in Cardiff aged between 65 and 84 is expected to rise significantly; almost 40% in the next 20 years. The number of people aged 85 and older is also expected to more than double by 2039. Though the majority of older people are in good health, increased life expectancy has meant a greater number of people suffering from ill health in later life and relying ever more on public services. To meet this challenge, the Council is working with partners to manage demand by joining up social care, health and housing, with the goal of helping people living in their own homes and local communities, for as long as possible.
23 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Improving City Performance: Health in older people
Percentage of Older People (Aged 65+) in Good Health, 2016/17 - 2017/18 Percentage of Older People (Aged 65+) in Good Health, 2017/18 - 2018/19 70
60
50
40
30
20
10 Percentage of Older People of Older Percentage
0 Torfaen Blaenau Gwent Bridgend Rhondda Cynon Taf Carmarthenshire Caerphilly Merthyr Tydfil Ceredigion Neath Port Talbot Newport Swansea CARDIFF Wales Wrexham Vale of Glamorgan Monmouthshire Denbighshire Isle of Anglesey Flintshire Pembrokeshire Powys Gwynedd Conwy
Source: Public Health Wales
Improving City Performance: Quality of Local Social Care Services
Percentage of People that Agree Good Social Care Services are Available in the Area, 2018-19 60
50
age 40
30 ercen t P 20
10
0 Denbighshi r Rhond d C Blaenau G w C Gwynedd Neath P T Monmouthshi r C P C I W S V Fli n Mert h W r P Newport CARDIFF Bridgend sle of Angles e or f emb r w o onwy aerphilly e r armarthenshi r ale of Glamo r ales w y ansea exham edigion tshi r aen s y o k r T a C ort T e eshi r y dfil ynon T e e n albot e t y e g e an af
Source: National Survey for Wales, Welsh Government
24 DELIVERING CAPITAL AMBITION Improving City Performance: Levels of residential care
Residential Care rates by LA per 10,000 +65 Population
300
250
200
150
100
50
Number of people aged 65+ Per 10,000 Number of people aged 65+ Per 0
Source: Welsh Government
Improving City Performance: Levels of domiciliary care
Total No. of Adults Supported rates by LA per 10,000 +65 Population 1600
1400
1200
1000
800
600
400
200 Number of people aged 65+ Per 10,000 Number of people aged 65+ Per 0
Source: Welsh Government
25 DELIVERING CAPITAL AMBITION Progress Made
• 97% of clients feel able to live independently in their • 20 businesses in the city have pledged their own homes following support from Independent Living commitment to become dementia friendly. Over 23% of Services. Council staff are now accredited Dementia Friends and City Hall was illuminated on World Alzheimer’s Day in September • The programme to refurbish our three day centres was 2019 to increase public awareness. completed in July 2019 when the centre in Fairwater re- opened to existing and new clients. • Independent Living Services expanded the First Point • Sandown Court, a sheltered housing scheme in Caerau, has of Contact service in hospitals to nine wards across been awarded the highest level of the RNIB’s Visibly the University Hospital of Wales, further integrating Better accreditation, Platinum Level. services and offering more effective hospital discharge • The Dementia Day Service in Grand Avenue, which is arrangements. integrated with health services, was opened in March • The Council hosted the Active Body Healthy Mind 2019 to provide a supportive environment for people living festival to promote the local services which can improve with dementia. the well-being of Cardiff residents.
Priorities for 2020/21
Work with people with care and support needs, helping Become a Dementia Friendly City them to live the lives they want to lead By 2025 there are projected to be approximately 7,000 Through Cardiff’s Independent Living Services, joined-up people living with dementia across Cardiff and the Vale of preventative support measures are empowering older people Glamorgan. In line with the Regional Partnership Board’s to lead their own lives, in their own homes. We will continue priorities, Cardiff’s Public Services Board has committed to to enhance this support and also work with partners in Cardiff making Cardiff a Dementia Friendly City. & Vale University Health Board and those in the Regional Partnership Board to make sure all individuals admitted to As a member of the Public Services Board, the Council will hospital are enabled to return home safely as soon as they support staff to become accredited Dementia Friends, with are fit and healthy. an ambitious 100% compliance target set for April 2021. We will also develop a website providing access to information, Fundamentally, we recognise the importance of new advice and links to community support to help those with communities being designed in a way that accommodates dementia, their carers and families as well as encouraging the needs of older people, with housing options developed businesses and community groups to become more dementia that enable people to live in their own homes and friendly. Community Hubs hold regular ‘dementia cafés’. We communities for as long as possible. We will increase the will continue to build on the success of these, increasing the provision of extra care housing, using this as an alternative to number of dementia events held across the city. the use of general residential care beds, alongside the supply of ‘care-ready’ housing, which allows domiciliary care to be easily provided.
Become an Age Friendly City
Cardiff must be a city where older people are empowered, healthy and happy, supported by excellent public and community services and play an active part in all aspects of community life. We will therefore continue to move forward towards Cardiff being an Age Friendly City, improving the provision and coordination of services in our communities to tackle social isolation, enhancing inter-generational working with schools, Hubs, community groups, and private sector partners.
26 DELIVERING CAPITAL AMBITION What we will do to make Cardiff a great place to grow older
Work with people with care and support needs, helping them to live the lives they want to lead
Lead Lead We will: Member Directorate
Fully implement enabling support and care using a new model of intermediate tier Cllr Susan Social Services care and support by March 2021 to include a: Elsmore • New model of Community Resource Teams; • Single point of access; • New model of residential reablement.
Commence the phased implementation of the new way of delivering domiciliary Cllr Lynda Social Services care by November 2020 that fully reflects local and community provision and the Thorne & priorities of the Older Persons Housing Strategy. Cllr Susan Elsmore
Deliver the Older Persons Housing Strategy to support independent living, fully Cllr Lynda People & understanding older people’s housing needs and aligning work between Council and Thorne & Communities, and Health Services including: Cllr Susan Social Services • Working to build and refurbish ‘care-ready’ schemes for older people; Elsmore • Continuing the development of person-centred information, advice and assistance for older people and those with disabilities, including the development of performance measures for the service; • Developing innovative models of care, support and nursing services.
Continue the work on complex hospital discharge with partners through an Cllr Susan Social Services integrated multi-agency approach to reduce the number of people experiencing failed Elsmore or delayed discharge.
Address social isolation and enhance quality of life of older people by: Cllr Susan People & Elsmore, Communities, • Helping to build links between citizens, groups, organisations and private businesses; Cllr Lynda Education & • Bringing young and older people together to provide a platform where skills, Thorne & Cllr Lifelong Learning, experience and understanding can be shared. Sarah Merry and Social Services
27 DELIVERING CAPITAL AMBITION Become a Dementia Friendly and an Age Friendly City
Lead Lead We will: Member Directorate
As a Dementia Friendly City, support those affected to contribute to, and Cllr Susan Social Services, participate in, the life of their communities by: Elsmore & and Education & • Undertaking Dementia Friends training across the Authority with the aim of 100% Cllr Sarah Lifelong Learning compliance amongst Council staff by April 2021; Merry • Developing a school engagement programme to encourage more inter-generational activities and events; • Encouraging businesses to become Dementia Friendly by delivering the Council’s awareness and engagement programme; • Developing a dementia-focused website by April 2020 to support those with dementia, carers, families as well as businesses who want to better support those with dementia; • Delivering locality-focused dementia awareness events.
28 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
Work with people with care and support needs, helping them to live the lives they want to lead
Indicator Target
The percentage of clients who felt able to live independently in their homes following support from 95% Independent Living Services.
The number of people who accessed the Community Resource Team. 2,000
The total hours of support provided by the Community Resource Team. 60,000
The number of people in residential care aged 65 or over per 10,000 population. 115
The percentage of new cases dealt with directly at First Point of Contact with no onward referral to Adult 70-80% Services.
The average number of calendar days taken to deliver a Disabled Facilities Grant (from initial contact to 185 certified date).
The percentage of people who feel reconnected into their community through intervention from the Day 85% Opportunities team.
The rate of delayed transfers of care for social care reasons per 1,000 population aged 75 or over. 4.9
Become a Dementia Friendly and an Age Friendly City
Indicator Target
The percentage of Council staff completing Dementia Friends training. 100%
The number of businesses pledging their commitment to work towards becoming Dementia Friendly. 80
The number of Dementia Friendly City events held. 600
29 DELIVERING CAPITAL AMBITION 30 DELIVERING CAPITAL AMBITION Well-being Objective 3: Supporting people out of poverty
Making sure that all our citizens are able to contribute to, and benefit from, the city’s success is the golden thread running through Capital Ambition. For despite Cardiff’s economic growth during the last 30 years, the patterns of poverty and inequality that emerged a generation ago remain. Over 150,000 people in the city live in some of the most deprived communities in Wales.
A strong economy is vital to tackling poverty, but a focus on job creation alone is not enough. It must go hand-in-hand with concerted efforts to ensure that the jobs created are good jobs, paying the real Living Wage, and to remove the barriers that many people face in getting, and keeping, a good job.
Along with the rise in the number of people living in poverty, the rise in those facing destitution and homelessness is one of the most pressing issues facing Cardiff. Sleeping rough is dangerous and, over the long term, causes severe damage to health: the average life expectancy of a rough sleeper is just 45 years of age, which is over 30 years younger than the general population.
31 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Closing the Inequality Gap: Employees Earning Below Living Wage Foundation Rates
Percentage of Employee Jobs Earning Below Living Wage Foundation Rates (Wales), 2019
35
30
25
20
15 of Employee Jobs
% 10
5
0
Source: Office of National Statistics
Closing the Inequality Gap: Levels of long-term unemployment
Long-term JSA Claimant Rate (Percentage of Population Aged 16-64 that have been Claiming for over 12 Months), Dec 2019 1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0
Source: Nomis, ONS
32 DELIVERING CAPITAL AMBITION 33 Closing the Inequality Gap: Closing theInequalityGap: Closing theInequalityGap: Percentage of Households
Rate per 10,000 Persons 10 12 14 16 18 20 0 2 4 6 8 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 Estimated No.People SleepingRough over 2week period(14th-27thOct2019)-Rate per 10,000Persons DELIVERING CAPITAL AMBITION Levels ofRough Sleeping Levels ofPoverty Percentage ofHouseholdsinMaterial Deprivation, 2018-19 Source: NationalSurvey for Wales, Welsh Government Source: Welsh Government Progress Made
• Cardiff has become the first major urban area in the UK were sleeping on the city’s streets, less than half of the to be a Living Wage City. 107 employers in the city are previous figures recorded in January 2018 and January 2019 now accredited Living Wage employers. (both 73). • The Council has created 127 paid apprenticeship and • Over 1,700 people were successfully prevented from trainee opportunities to date in 2019/20 with further becoming homeless in 2019. work undertaken to ensure qualifications can be accessed • through recognised training providers whilst on placement. The capacity of the Housing First scheme, which moves rough sleepers straight from the streets into a home, • In 2019, the Council’s employment support services continues to expand, with 26 tenancies now in place helped over 1,000 people into employment and with private rented sector properties and Registered Social engaged with 193 local employers. Landlords, including two prison leavers housed through the scheme. • The City Centre Advice Team identified £16m additional weekly benefits for people in 2019, and supported over • The first families have moved into the refurbished shipping 4,000 customers with their claims for Universal Credit. container accommodation at Greenfarm Hostel, providing safe, warm and secure two-bed homes until more • The number of rough sleepers has fallen to its lowest . level in six years. As at 23rd January 2020, 34 people permanent accommodation becomes available
Priorities for 2020/21
Living Wage City Tackle homelessness and end rough sleeping
Paying the real Living Wage is vital to tackling poverty. Like all major British cities, Cardiff has experienced a dramatic Having become an accredited Living Wage City, we will roll rise in the number of people homeless or rough sleeping. out our ambitious Living Wage City programme across all Working with partners we have put support in place so sectors of the city economy. that nobody has to spend a night out on the streets. We have made significant progress in reducing the number of Helping People Into Work individuals sleeping rough, which is now at its lowest level for six years. The next step is to review our services for single Through our Into Work Service, we have brought over 40 homeless and vulnerable people to improve prevention, employment services together in one place to help support assessment of need and to ensure we have the right people to get and keep a good job, whilst also supporting accommodation pathways in place. every person and family affected by Welfare Reform and the roll-out of Universal Credit. Over the year ahead we will further enhance the Into Work Service, ensuring that support is available to people to access training and develop the skills they need to succeed in the city’s growing economy.
34 DELIVERING CAPITAL AMBITION What we will do to support people out of poverty
A Living Wage City Lead Lead We will: Member Directorate
Encourage and support organisations to become accredited Living Wage Cllr Chris Resources employers. Weaver
Help People into Work Lead Lead We will: Member Directorate
Support people into work by: Cllr Chris Resources, Weaver and People & • Creating 125 paid apprenticeships and trainee opportunities within the Council by Communities March 2021; • Placing over 3,000 people into Council posts through Cardiff Works; • Supporting 850 people into work with tailored support by the employment gateway.
Further improve the Into Work Service by continuing to integrate employment Cllr Chris People & support services. This will include: Weaver Communities • Reviewing support for care-experienced young people to ensure it is meeting their needs; • Fully aligning the ‘Learning for Work’ programme offered through Adult Community Learning with the Into Work Service; • Providing effective employer engagement and assistance into self-employment; • Continuing to promote and extend volunteering opportunities.
Continue to ensure support is available to mitigate potentially negative Cllr Lynda People & consequences associated with the roll-out of Universal Credit by: Thorne Communities • Ensuring all Hub staff are able to support with claims for Universal Credit; • Implementing measures to help private landlords with the changes associated with Universal Credit; • Working with Jobcentre Plus, Registered Social Landlords and other partners to ensure that vulnerable individuals get the budgeting support they need.
Deliver a new skills hub in the city by May 2020 to provide on-site construction skills, Cllr Lynda People & apprenticeships and employment within the sector. Thorne Communities
35 DELIVERING CAPITAL AMBITION Tackle homelesness and end rough sleeping Lead Lead We will: Member Directorate
Continue to deliver the Rough Sleeper Strategy and the Homelessness Strategy Cllr Lynda People & including: Thorne Communities • Taking forward the Strategic Review of services for single homeless; • Reviewing and improving emergency accommodation, continuing to ensure no one has to sleep out in Cardiff; • Extending the capacity of the Housing First schemes using both social and private rented sector homes and developing plans to make the scheme sustainable; • Continuing to develop the multi-agency team around rough sleepers, improving support available for those with substance misuse, and for those with co-occurring mental health and substance misuse issues. Also strengthening links with the criminal justice system through enhanced probation input into the team; • Building on Give Differently to further investigate opportunities to address daytime begging within the city centre.
Develop a training and activities centre for single homeless people to divert them Cllr Lynda People & from street culture by providing a range of meaningful activities and commence the Thorne Communities service by September 2020.
36 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
A Living Wage City
Indicator Target
The number of Living Wage employers in Cardiff. 150 (Target to be achieved by May 2022)
Help People into Work
Indicator Target
The number of opportunities created for paid apprenticeships and trainees within the Council. 125
The number of interventions which supported people receiving into work advice through the 46,000 Employment Gateway.
The number of clients who have received tailored support through the Employment Gateway and 850 who secured work as a result of the support received.
The percentage of those supported through targeted intervention who ceased engagement with no <20% verified positive destination.
The number of employers which have been assisted by the Council’s employment support service. 220
The number of customers supported and assisted with their claims for Universal Credit. 1,500
Additional weekly benefit identified for clients of the City Centre Advice Team. £14,000,000
The number of hours given volunteering within the Advice & Benefits Service. 6,500
37 DELIVERING CAPITAL AMBITION Tackle Homelessness and End Rough Sleeping
Indicator Target
The percentage of households threatened with homelessness successfully prevented from becoming 80% homeless.
The number of multi-agency interventions which supported rough sleepers into accommodation. 168
The percentage of people who experienced successful outcomes through the Homelessness 75% Reconnection Service.
The percentage of clients utilising Housing First for whom the cycle of homelessness was broken. 70%
38 DELIVERING CAPITAL AMBITION Well-being Objective 4: Safe, confident and empowered communities
Safe, confident and empowered communities are at the heart of any successful city. They play a vital role in connecting people with the social networks and day-to-day services we all depend on.
We will continue our investment programme into local communities, building new, affordable homes, regenerating district centres and continuing our successful programme of Community and Well-being Hubs. We will make sure our parks and green spaces, which make a significant contribution to the city’s health and well- being, are maintained to the highest standards and we will work with our partners to support increased participation in sport and play, particularly in the city’s most deprived communities.
Even though Cardiff is one of the safest cities in Britain, we know that crime and anti- social behaviour remain a problem in some of our most deprived communities and that a small number of people – particularly women and children – are subject to abuse, violence and exploitation. Working closely with South Wales Police, public service partners and with communities we will ensure that all our communities are safe and that our most vulnerable citizens are safeguarded.
As a bilingual capital we will continue to champion the Welsh language, taking forward the new Bilingual Cardiff policy to support Welsh in the workplace and ensure that services are easily accessible in both English and Welsh. We will also continue to explore innovative ways to support the Welsh language across the city, building on the Street Naming policy and the success of Tafwyl.
39 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Improving City Performance: Community Cohesion
Percentage of People Agreeing that they Belong to the Area; That People from Different Backgrounds Get on Well Together; and that People Treat Each Other with Respect, 2018-19 70
60
50
40
Percentage 30
20
10
0 Blaenau Gwent Torfaen Caerphilly Newport Swansea Bridgend Rhondda Cynon Taf Wrexham Carmarthenshire Wales Merthyr Tydfil Gwynedd Neath Port Talbot Vale of Glamorgan CARDIFF Flintshire Denbighshire Ceredigion Isle of Anglesey Powys Monmouthshire Conwy Pembrokeshire
Source: National Survey for Wales, Welsh Government
Improving City Performance: Adults who Feel They Can Influence Local Decisions
Percentage of Adults (Aged 16+) that Agree they Can Influence Decisions Affecting their Local Area, 2018-19
30
25
20 Percentage 15
10
5
0.0 Blaenau Gwent Merthyr Tydfil Isle of Anglesey Vale of Glamorgan Pembrokeshire Caerphilly Bridgend Neath Port Talbot Rhondda Cynon Taf Ceredigion Powys Conwy Wales Carmarthenshire Torfaen Monmouthshire Newport Swansea CARDIFF Flintshire Denbighshire Gwynedd Wrexham
Source: National Survey for Wales, Welsh Government
40 DELIVERING CAPITAL AMBITION Improving City Performance: Community Safety
To what extent would you agree or disagree that the police and other public services are successfully dealing with anti-social behaviour and crime in your area, 2019?
3.6 28.5 22.1 27.4 18.4
Source: Ask Cardiff 2019
Increase the confidence of victims to report hate crime – to get a sense of the scale of hate-related Closing the Inequality Gap: discrimination in Cardiff
Hate Incidents Monthly Trends
150 s
100
50 Number Of Incident
0 Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar
2018/19 2019/20 Source: South Wales Police
41 DELIVERING CAPITAL AMBITION Progress Made
• During 2019, the number of new Council homes their first Joint Commissioning Strategy for Adults with completed increased to 185, and we are on track to deliver a Learning Disability in June 2019, providing a clear on our commitment of 1,000 new Council homes by 2022. direction for the planning and delivery of adult learning disability services across the region. • Since the beginning of the Administration, the Council has invested nearly £9 million in delivering Community • The Council has been awarded a capital grant of £6 Hubs, and over 98% of customers were satisfied with the million from Welsh Government to facilitate further offer during the last financial year. growth in Welsh-medium education and use of the Welsh language across the city. • Good progress has been made in the Maelfa regeneration scheme, with the demolition of the old • Since April 2019, 15,351 volunteer hours have shopping centre now complete and Phase 2 underway, contributed to the development of parks and green which will deliver 16 new town houses by summer 2020. spaces in the city. This equates to £126,038 in monetary value using the National Living Wage. • Cardiff Council, the Vale of Glamorgan Council and Cardiff and Vale University Health Board launched
Priorities for 2020/21
Work to end the city’s housing crisis bringing resources together to tackle crime and anti-social behaviour head-on in communities with the greatest need. We To tackle the city’s housing crisis, we are building new Council will also prioritise tackling the emerging threats of knife crime, houses for the first time in a generation, and reducing the County Lines and serious organised crime which many cities number of people on the waiting list through radically improving across the UK face. the offer in the private rented sector. Ensure children and adults are protected from risk of harm Our new housing strategy represents the largest Council and abuse house-building programme in Wales and a £280m investment into building affordable, high-quality, sustainable and energy- Safeguarding is a key duty of the Council. A small number of efficient homes across the city. people, particularly women and children, are subject to abuse, violence and exploitation, but these adverse experiences can Invest in local communities have lifelong repercussions. We will therefore prioritise the development and implementation of a joint child and adult Access to services and a healthy local economy is essential Exploitation Strategy that responds to new and emerging issues, for strong and safe communities, so we are working with our including modern slavery. partners to design and deliver a wide range of regeneration schemes across the city. Major projects include leading on the Continue to lead an inclusive and open city to migrants, regeneration of the Channel View Estate and South Riverside refugees and asylum seekers Business Corridor, the second phase of the Maelfa scheme, Cardiff is, and has always been, an open and inclusive city. We new youth hubs in Butetown and the city centre, and the will continue to work with partners and local communities to introduction of a domestic abuse one-stop shop in the Cardiff manage the impact of the UK leaving the European Union, with Royal Infirmary. We will also deliver new Community Hubs in a focus on supporting the city’s most vulnerable citizens. As a Whitchurch, Rhydypennau, and Maelfa as well as expanding the founding city of the Inclusive Cities Programme, we will provide provision at Ely & Careau Hub, particularly aimed at meeting the leadership on the inclusion of newcomers in Cardiff, including EU specific needs of our city’s growing elderly population. citizens, refugees and asylum seekers, advocating for their rights and valuing their contribution to our city. We will also deliver Create safe communities our Community Cohesion action plan, working in partnership Cardiff is one of the safest cities in Britain. Taking into account to actively monitor community tensions, building resilience population growth, overall crime has fallen by nearly a third over to hateful extremism and providing support to witnesses and the last 10 years. Working with communities and public sector victims of hate crime. partners, we will continue to develop our locality approach,
42 DELIVERING CAPITAL AMBITION What we will do to create safe, confident and empowered communities
Lead Lead We will: Member Directorate
Deliver 2,000 new Council homes, of which at least 1,000 will be delivered by Cllr Lynda People & May 2022. Thorne Communities
Work to end the city’s housing crisis by driving up the standards in the private Cllr Lynda Resources, rented sector and in the city’s high-rise buildings by taking enforcement action against Thorne and Planning, rogue agents and landlords letting and managing properties. Transport & Environment
Deliver Shared Regulatory Services’ business plan. Cllr Lynda Planning, Thorne & Transport & Cllr Michael Environment Michael
Invest in the regeneration of local communities by: Cllr Lynda People & Thorne Communities • Completing Phase 2 of the Maelfa redevelopment scheme by September 2021; • Implementing improvement schemes for existing housing estates across the city based on the priorities identified in the current Estate Regeneration Programme and designing a new programme to co-ordinate with wider new housing initiatives in and around existing communities; • Securing Welsh Government Targeted Regeneration Investment Programme funding to deliver regeneration initiatives in the South Riverside Business Corridor; • Submitting an outline planning application for the Channel View Regeneration Scheme by October 2020; • Delivering projects identified in the three-year programme for Neighbourhood Renewal Schemes based on ideas submitted by Ward Members.
Continue to deliver the Community Hubs programme, in collaboration with Cllr Lynda People & partners, including: Thorne Communities • Progressing plans for Youth Hubs in the city centre and Butetown; • Working with the University Health Board on the Cardiff Royal Infirmary, Maelfa Hub and other Hubs within the North District; • Ensuring people are connected with local service providers and activities in their neighbourhood through Community Inclusion Officers.
43 DELIVERING CAPITAL AMBITION Lead Lead We will: Member Directorate
Create safe and cohesive communities by: Cllr Lynda People & Thorne & Communities, • Implementing with partners a targeted approach to tackling crime and anti-social Cllr Susan and Social behaviour in Butetown and Splott as identified priority areas in 2020; Elsmore Services • Working in partnership with the newly established Violence Prevention Unit at South Wales Police to develop an enhanced preventative approach to tackling violence and organised crime by March 2021; • Strengthening governance and delivery arrangements in the Youth Offending Service by May 2020, and implementing new approaches to reduce offending and re- offending rates by January 2021; • Delivering the actions identified in the Cardiff & Vale of Glamorgan Violence against Women, Domestic Abuse and Sexual Violence Strategy 2018-2023 including the launch of a regional service for male victims by September 2020; • Implementing the Welsh Government’s Community Cohesion Delivery Plan; • Implementing the Cardiff PREVENT Strategy by 2021.
Continue the implementation of a strengths-based approach to social work Cllr Susan Social Services practice to put individuals, families and communities at the centre of their own well- Elsmore & being by: Cllr Graham Hinchey • Continuing to implement Signs of Safety in partnership with families to support children to remain at home; • Striving for excellence in practice by establishing and embedding strengths-based practice in Adult Services.
Complete the move to locality working for all adult social services by 2023, aligning Cllr Susan Social Services with primary, community and third sector services, with phase 1 completed by Elsmore November 2020.
Adopt a new Adult Services Strategy by June 2020. Cllr Susan Social Services Elsmore
Address specific health needs within targeted communities by working with Cllr Susan Social Services partners to implement the ‘Healthier Wales’ proposals by 2021. Elsmore
Assist people with disabilities and mental health issues to be more independent Cllr Susan Social Services by: Elsmore • Embedding an all-age disability approach by March 2021; • Analysing the Learning Disability Provision and the current demand levels to inform future commissioning and build programmes by October 2020; • Working with the Police and Crime Commissioner to determine how pathways for people experiencing mental health issues can be improved by March 2021.
44 DELIVERING CAPITAL AMBITION Lead Lead We will: Member Directorate
Ensure children and adults are protected from risk of harm and abuse by: Cllr Graham Social Services Hinchey & • Implementing the Exploitation Strategy to encompass new and emerging themes Cllr Susan of child and adult exploitation by March 2021; Elsmore • Embedding the new All Wales Safeguarding Procedures by March 2021 – in consultation with staff and partners – to ensure that adults and children at risk are protected from harm; • Making significant progress across all Council directorates to address actions identified in corporate safeguarding self-evaluations by March 2021.
Continue to lead an inclusive and open city to migrants, refugees and asylum Cllr Susan People & seekers by: Elsmore Communities • Co-ordinating local support and information to enable EU citizens to access the EU Settlement Scheme by 31st December 2020; • Continuing to deliver the Inclusive Cities project.
Promote and support the growth of the Welsh Language to help meet the Welsh Cllr Huw People & Government’s ‘Cymraeg 2050: A million Welsh speakers’ strategy by delivering Thomas Communities Cardiff Council’s commitments in the city-wide Bilingual Cardiff Strategy 2017-2022;
Support grass-roots and community sports by: Cllr Peter Economic Bradbury Development • Working with partners to develop strategic plans for the development of sport and physical activity from March 2020 that secure increases in participation, attract investment, improve health and inequality, and ensure sustainability of provision; • Supporting the roll-out of the 21st Century Schools Capital programme to influence design, programming and operation, ensuring local community organisations have priority access in extra-curricular time.
Improve our parks and public spaces by: Cllr Peter Economic Bradbury Development • Growing the number of parks in Cardiff which receive the Green Flag Award – the international standard for the management of parks and green spaces; • Working with partners in order to bring forward proposals for increasing Cardiff’s tree canopy as part of the One Planet Cardiff strategy by July 2020; • Promoting the benefits and support the development of the volunteer movement, through the Friends Forum and community based platforms; • Putting in place a renewal programme for improving playgrounds by May 2020; • Working in partnership with Welsh Water to bring the Llanishen Reservoir site back into use for sailing and other recreational purposes.
45 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
Tackle the Housing Crisis
Indicator Target
Total number of new Council homes completed and provided. 550 cumulative
The number of Category 1 hazards removed from private sector properties following intervention Baseline being from Shared Regulatory Services. set
Invest in local communities
Indicator Target
The percentage of residents satisfied with completed regeneration projects. 90%
The number of visitors to libraries and Hubs across the city. 3,300,000
The percentage of customers who agreed with the statement ‘Overall the Hub met my >95% requirements/ I got what I needed’.
The number of visits (page views) to the volunteer portal. 70,000
Ensure children and adults are protected from risk of harm and abuse
Indicator Target
The percentage of Council staff completing Safeguarding Awareness Training. 100%
The percentage of Council staff completing the Level 1 online module of the National Training 100% Framework on violence against women, domestic abuse and sexual violence as a percentage of all staff.
The percentage of high-risk domestic abuse victims referred by South Wales Police attempted 90% contact by the specialist service within one calendar day of receiving the referral.
The percentage of adult protection enquiries completed within seven days. 99%
Support young people at risk of falling into crime
Indicator Target
The number of first time entrants into the Youth Justice System. 120
The percentage of children re-offending within six months of their previous offence. 50%
46 DELIVERING CAPITAL AMBITION Promote the Welsh Language
Indicator Target
The number of staff with Welsh language skills. 20% increase by 2021/22
The number of staff attending Welsh courses. 10% increase by 2021/22
Support grass-roots and community sports
Indicator Target
The number of visits to Local Authority sport and leisure centres during the year per 1,000 2% increase on population where the visitor will be participating in physical activity. 2019/20
Improve our parks and green spaces
Indicator Target
The number of Green Flag parks and open spaces. 14
The number of volunteer hours committed to parks and green spaces. 19,800
47 DELIVERING CAPITAL AMBITION 48 DELIVERING CAPITAL AMBITION Well-being Objective 5: A capital city that works for Wales
Cardiff has been transformed from a city weighed down by de-industrialisation in the 1970s to one of the most competitive in the UK. It is a young and talented city with a growing business base, a start-up culture and a thriving visitor economy. However, if we are to continue delivering for the people of Cardiff and Wales, we cannot afford to stand still. We will therefore maintain a relentless focus on delivering more and better jobs for the people of Cardiff and the Capital Region.
The capital city continues to attract new businesses and serve as a focus for investment, supporting the development of new industries across the financial services, creative, life sciences and advanced manufacturing sectors. Central Square also marks the city’s first business district of scale built around the needs of the Cardiff’s key sectors, and will support the development of competitive clusters across the Council’s identified key priority sectors.
Our focus on economic growth is paired with a firm commitment to ensure that the benefits of development are shared by all parts of the city. In the coming years, historically deprived and overlooked areas of Cardiff will be transformed by major projects to improve access to public transport, good jobs and a higher quality of life.
49 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Improving City Performance: Gross Value Added per person
GVA (Balanced) per head (£), 2018 60,000
50,000
40,000
30,000
GVA Per Head (£) 20,000
10,000
0
Source: Nomis, ONS
Improving City Performance: Employment Growth
Percentage Change in Workplace Employment, 2015-2018 15.0
10.0
5.0
0 Percentage Change
-5.0
-10.0
Source: Business Register and Employment Survey, ONS
50 DELIVERING CAPITAL AMBITION Improving City Performance: Visitor Numbers
Visitor Numbers Per Annum (millions) 2005-18
25 ) 20
15
10
5 Visitor Numbers Per Annum (millions
0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: STEAM
Closing the Inequality Gap: Levels of Unemployment
Unemployment Rate (model-based), Oct 18 - Sep 19 8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0 Unemployment Rate (model-based)
0
Source: Annual Population Survey, ONS
51 DELIVERING CAPITAL AMBITION Progress Made
• Over the last two years around 25,000 net new jobs • The next phase of the International Sports Village’s have been created in Cardiff, and five out of every six development has been approved. Plans include a new new jobs in Wales have been created in the capital over the ‘Leisure Box’ facility for hosting a range of adventure sport past five years. activities, new attractions at Cardiff International White Water centre, a new public space for year-round outdoor • Phase 2 of Central Square’s regeneration has been events and a destination food and beverage promenade on successfully delivered, with Phase 3 just short of the waterfront. completion, delivering over 300,000 square feet of ‘Grade A’ office space over the last two years to • With the Council’s support, Clwstwr Creadigol have support the development of the city’s first central business announced the first of a series of investments in district based around the needs of its key growth sectors. Research and Development innovation support for a range of projects delivered by production companies in • The Cardiff East Industrial Strategy has been Cardiff and the region. New creative incubation spaces approved, with the aim of improving public transport are being made available by the University of South Wales connectivity and employment opportunities in the east at their Atrium Building campus, located in the heart of the city. This includes the development of a new of Cardiff. railway station and business park in St. Mellons, as well as green infrastructure, in order to attract new businesses to • Cardiff hosted the Creative Cities Convention in April Cardiff East. 2019, bringing together the major players of Britain’s creative media and screen industry and cementing • The Central Station upgrade project has been awarded Cardiff’s status as a dynamic, leading force in this funding support of £58.3m from the UK Government, growing sector. completing the required funding package. Work to develop a masterplan vision for Central Station has already begun, • A series of major events have been successfully focusing on integrating bus, bike and train travel. delivered, including the 2019 Cricket World Cup, the 2019 Homeless World Cup and the Pride Cymru Big Weekend. • A Cardiff Music Board has been established to lead Cardiff’s journey into becoming the UK’s first Music • The Museum of Cardiff (formerly the Cardiff Story City. The Music Board will promote and attract investment Museum) was awarded a Gold Award by Visit Wales for for the local music industry, delivering a Cardiff Music “delivering an outstanding and memorable experience for Strategy which includes the development of an annual visitors in all aspects of the attraction”. signature music event for the city.
Priorities for 2020/21
Lead a capital city that works for Wales Continue the development of the city centre as a business location In recent years, Cardiff has become the undeniable economic powerhouse of Wales, creating the vast majority of the new To build on our recent success in job creation, we will continue jobs and industries that will drive our nation’s economy to attract major inward investment. Cardiff Central Square is over the coming decades. In this context, it has become in its final phase and so attention will now turn to the Central essential to strike a new deal between the capital city, the Quay development, extending the central business district Capital Region and Welsh Government, placing Cardiff in a south of Cardiff Central Station. We will also focus on the leading role to build a new post-Brexit, city-regional economy completion of the Capital Quarter, further regeneration of which capitalises on the opportunities presented by effective Callaghan Square and the launch of a new vision for the city’s regional working in economic development, planning Canal Quarter. and transport. Working with the UK Government, Welsh Write a new chapter in Cardiff Bay’s regeneration story Government and fellow member cities, we will also develop the Western Gateway initiative, in order to create a new The regeneration of Cardiff Bay is establishing the area as a regional economic powerhouse based around the economic, major UK destination for leisure, culture and tourism, and the educational, energy and transport assets of the Western next steps will be transformational. In addition to delivering a Gateway region. new 15,000 capacity Indoor Arena and the next phase of the International Sports Village, we will invest in cycling and walking routes to significantly improve links between the city centre and Cardiff Bay, bringing major benefits to the local economy.
52 DELIVERING CAPITAL AMBITION Support innovation and business development The new industrial strategy, focused on the east of Cardiff, is designed to re-invigorate areas of the city that have long suffered from under-investment. Centred on the planned Cardiff Parkway train station and business park, we will work with businesses, the creative industries and the city’s universities to develop Cardiff East as a hub for employment and innovation. Bring world events to Wales and take the best of Wales to the world Cardiff’s sports offer and cultural scene are two of its major draws for residents and visitors, and both play a vital role in the city’s economic success. Building on the success of the Champions League Final in 2017, we now have our sights on working with Welsh and UK governments to compete for the 2030 FIFA World Cup. Recognising the contribution of the music sector to the economy, we also want to make Cardiff an international destination for music, and we will develop a cultural strategy and a Music City strategy, well in advance of the new indoor arena opening its doors.
53 DELIVERING CAPITAL AMBITION What we will do to make Cardiff a capital city that works for Wales
Lead We will: Member Lead Directorate
Play a leading role in the design and delivery of city-regional governance Cllr Huw Economic Development for economic development, planning and transport that reflects the unique role Thomas that the capital city plays in the Capital Region by 2021.
Work with the UK Government and Welsh Government to implement a Cllr Russell Economic Development programme of investments over the next five years to deliver investment Goodway & Cllr and capacity improvements at Cardiff Central Station Caro Wild
Grow the city centre as a location for businesses and investment, Cllr Russell Economic Development delivering an additional 300,000ft² of ‘Grade A’ office space by 2022, by Goodway working with partners to: • Complete the regeneration of Central Square; • Begin the Central Quay development extending the business district south of the station; • Support the completion of Capital Quarter and the next phase of regeneration of Callaghan Square; • Develop a new masterplan for the Canal Quarter area.
Write a new chapter in Cardiff Bay’s regeneration story by: Cllr Russell Economic Development Goodway • Delivering the new 15,000-capacity Multi-Purpose Indoor Arena by 2024; • Completing a procurement exercise for the next phase of development of the International Sports Village by October 2020; • Bringing forward proposals to protect and revitalise historic buildings in the Bay and provide support for the completion of the ongoing redevelopment of the Coal Exchange; • Commencing delivery of a new mixed-use development at Dumballs Road by 2021, including the delivery of 2,000 homes.
Work with private partners to attract investment in innovation and start- Cllr Russell Economic Development up space across the city. Goodway
Establish a new Tourism Strategy, including delivery arrangements by Cllr Russell Economic Development spring 2021. Goodway
54 DELIVERING CAPITAL AMBITION Lead We will: Member Lead Directorate
Support innovation and industry by: Cllr Russell Economic Development Goodway • Supporting the completion of Cardiff Parkway as part of our Industrial Strategy for the east of the city; • Working with City Deal partners, the private sector and the University Health Board to explore the potential of developing proposals for the creation of a Science Park Campus at Coryton; • Working with Clwstwr Creadigol to attract further investment in establishing a creative industries network for Cardiff to support the growth of creative enterprises in the city.
Keep our cultural scene as the beating heart of city life by: Cllr Peter Economic Development • Co-ordinating the Cardiff Music Board and developing a Music Strategy Bradbury through the Board and in partnership with the Welsh Government by March 2021; • Considering development and investment opportunities for St David’s Hall by 2021; • Developing a Cultural City Compact approach with the cultural sector as a means for taking forward a new Cultural Strategy for Cardiff by March 2021.
Bring world events to Wales and take the best of Wales to the world Cllr Peter Economic Development through the development of an events portfolio including: Bradbury • The development of a ‘signature music event’ by October 2020; • Working with PRO14 Rugby to facilitate the hosting of the Guinness PRO14 Final at Cardiff City Stadium on 20th June 2020; • Working in partnership with the Welsh and UK Governments to inform the feasibility of a 2030 FIFA Football World Cup bid.
55 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
Continue the development of the city centre as a business location
Indicator Target
The amount of ‘Grade A’ office space committed to in Cardiff (sq. ft.). 300,000 sq. ft. (This is a rolling two-year target.)
Support innovation and business development
Indicator Target
The number of new jobs created and jobs safeguarded. 1,000
Bring world events to Wales and take the best of Wales to the world
Indicator Target
The number of staying visitors. 2% increase
Total visitor numbers. 2% increase
Total visitor days. 2% increase
Attendance at Council venues. 595,000
56 DELIVERING CAPITAL AMBITION Well-being Objective 6: Cardiff Grows in a Resilient Way
Climate change is one of the most serious threats facing not only Cardiff but the rest of the world, with impacts such as rising sea levels and increased frequency of extreme weather events putting the city at direct risk. As a result, we have declared a Climate Emergency, viewing this as an opportunity to reduce carbon emissions across the city. Additionally, as one of Britain’s fastest growing cities, Cardiff is facing unprecedented change in its population. This growth, although a sign of success, means further pressure will be felt on the city’s physical infrastructures, community cohesion, the natural environment and public services.
Managing the impacts of this population change and of climate change in a resilient and sustainable fashion is a major long-term challenge for Cardiff, requiring adaptability, flexibility and creativity.
57 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Improving City Performance: Commuting by Sustainable Transport
Mode of Travel to Work by Sustainable Transport (%), 2014/15-2018/19
60.0
50.0 48.1 45.8 43.9 44.9 40.0 43.1 e
30.0 Percentag 20.0
10.0
0.0 2014/15 2015/16 2016/17 2017/18 2018/19
Source: Ask Cardiff
Improving City Performance: Satisfaction with Local Area
Percentage of People Satisfied with Local Area as a Place to Live, 2018-19
100
90
80
70
60
50
Percentage 40
30
20
10
0 Blaenau Gwent Caerphilly Newport Rhondda Cynon Taf Torfaen Bridgend Flintshire Wrexham Neath Port Talbot Merthyr Tydfil Wales CARDIFF Vale of Glamorgan Swansea Carmarthenshire Gwynedd Isle of Anglesey Pembrokeshire Powys Monmouthshire Denbighshire Conwy Ceredigion
Source: National Survey for Wales. Welsh Government
58 DELIVERING CAPITAL AMBITION Improving City Performance: Recycling Figures
Percentage of Municipal Waste Reused/Recycled/Composted, 2018-19
72.0
70.0
68.0
66.0 Welsh Government Target (2019-20) = 64% 64.0
62.0
60.0
58.0
56.0 Percentage of Municipal Waste 54.0
52.0
Source: Welsh Government
59 DELIVERING CAPITAL AMBITION Progress Made
• A new Transport Vision has been launched for Cardiff, cycling and walking networks. an ambitious 10-year plan to tackle the climate emergency, • reduce congestion and improve air quality in the city. Area-wide 20mph limits have been introduced in Grangetown and Penylan, and plans have been developed • A Clean Air Plan and wider strategy were agreed in for 20mph limit areas in Splott, Butetown, Canton and other June 2019, outlining the Council’s actions for targeted areas south of the A48. improvements in the city centre and some of the worst • polluted areas across Cardiff. 56 of Cardiff’s schools were supported to develop an Active Travel Plan last year, with a bespoke programme • The first ten electric vehicle charge points have been to support all schools to develop plans formally launched in installed in residential areas in Cardiff, with work January 2020. commenced to identify locations for additional on-street • electric vehicle charge points in the city. 11 ‘Love Your Parks’ litter picks took place over the summer of 2019, which saw 138 volunteer hours being • The Senghennydd Road Cycleway was completed in given and 172 bags of litter collected. October 2019, progressing improvements to the city’s
Priorities for 2020/21
Respond to the climate emergency, leading Cardiff’s low- Put sustainability at the heart of our plans for Cardiff’s carbon transition future development
Climate change is the defining global challenge of our Sustainable communities must be well-planned and well- generation. The Council has recognised the challenge and connected, with infrastructure and public services that are declared a Climate Emergency. In response, a new One fit for the future. The upcoming review of Cardiff’s Local Planet Cardiff Strategy will be brought forward, bringing Development Plan will draw on UK best practice to ensure together plans to de-carbonise the city across energy, that all new developments meet the highest design quality transport, the built environment, waste, food, and water and are underpinned by sustainable development and well- management. Over the decade ahead we are committed to being principles. leading the transition to a cleaner, greener Wales. Work as one team to keep our streets clean Lead a transformation of Cardiff’s public transport We will deliver a comprehensive programme of improvement system, alongside promoting more active forms of travel to the Council’s Street Scene services by adopting targeted, data-led approaches to street cleaning and waste Improving our transport system and travel around the city management. We are committed to working with residents to remains a strategic priority. Getting this right can help us ensure that each waste bag contains the correct content so tackle congestion, increase active travel and improve air that no bag is left behind. quality. As well as redeveloping the city’s main transport hub, including a new central bus station and the modernisation of We will also extend the successful ‘Love Where You Live’ Cardiff Central train station, we will commence work on the campaign to encourage greater community and volunteer Cardiff Crossrail and Cardiff Circle tramlines. action in relation to social responsibility for alleyways, woodland, public open spaces, recycling, smoking litter and To enhance active travel in Cardiff, we will deliver a fully single-use plastics. segregated, safe cycling network across the city. This will be supported by a new Active Travel Network Map, which Make Cardiff a world-leading recycling city will indicate future walking and cycling routes. We are also Cardiff is Britain’s leading major city for recycling, with rates committed to ensuring that all schools have developed Active having increased from 4% to 59% since 2001. However, Travel Plans and will deliver infrastructure improvements, we still have some work to do to meet Welsh Government’s where necessary, to enable safe walking and cycling to and target of 70% by 2025. from school. Working with partners we will drive up city recycling rates and promote a circular economy for recycled materials. This includes exploring options for new Household Waste Recycling Centres in the north of the city and working with residents to maximise what we recycle.
60 DELIVERING CAPITAL AMBITION What we will do to make sure that Cardiff grows in a resilient way
Work as one team, keeping our streets clean
Lead Lead We will: Member Directorate
Deliver a comprehensive programme of improvement to the Council’s Street Scene Cllr Michael People & services through integration, digitalisation and the use of data to support efficient and Michael Communities effective use of resources.
Deliver a tailored neighbourhood management approach to improving street cleanliness Cllr Michael People & in targeted communities by December 2020. Michael Communities
Engage with citizens and businesses on concerns in their communities through ‘Love Cllr Michael People & Where You Live’ to encourage volunteering and working in collaboration. Michael Communities
Make Cardiff a world-leading recycling city as a core part of our response to climate change
Lead Lead We will: Member Directorate
Deliver the recycling services strategy to achieve 70% recycling performance by Cllr Michael People & 2024/25 by: Michael Communities • Continuing project work with Welsh Government, Waste & Resources Action Programme (WRAP) and local partnerships; • Completing a whole systems review and options modelling for waste management service by May 2020 to collect better quality recycling material, improve service delivery and increase operating efficiency; • Preparing a Business Case and draft implementation plan by September 2020; • Commencing implementation by January 2021.
Launch an education campaign to promote changes in resident behaviour in March Cllr Michael People & 2020 and monitor improvements throughout 2020/21. Michael Communities
Develop a citizen-based strategic plan for new and existing recycling centres and Cllr Michael People & improve re-use/recycling to 80% in centres by March 2021. Michael Communities
Remove single-use plastics from Council venues and work with partners to develop a Cllr Michael Planning, city-wide response to single-use plastics in all public services by March 2021. Michael Transport & Environment and People & Communities
61 DELIVERING CAPITAL AMBITION Lead Cardiff’s low-carbon transition Lead Lead We will: Member Directorate
Launch the One Planet Cardiff Strategy by May 2020 and bring forward a delivery plan Cllr Huw *PT & E by October 2020. Thomas
Implement the Low Emission Fuels Strategy to convert the Council’s fleet to low emission Cllr Michael PT & E fuels and ensure 90 Council vehicles are converted to electric power by 2021. Michael
Work with the taxi trade to develop a phased transition for Cardiff licensing conditions by: Cllr Michael PT & E • Requiring vehicles to have a minimum Euro 6 emission standards by December 2021; Michael • Developing a medium-term strategy to ensure the Cardiff Taxi fleet are all Ultra Low Emission Vehicles.
Ensure good air quality by implementing and evaluating the: Cllr Michael PT & E • Clean Air Plan as approved by Welsh Government to ensure compliance with the EU Michael
Limit Value for Nitrogen Dioxide (NO2) in the shortest possible time by the end of 2021;
• Wider Clean Air Strategy measures to ensure a continued reduction of NO2 concentrations is achieved across the city.
Progress the business case for an innovative heat network scheme to serve areas of Cllr Michael PT & E the Bay and city centre by commencing a formal procurement for a delivery contract by Michael May 2020, subject to grant funding.
Deliver a 9 Megawatt Solar Farm at Lamby Way by May 2020. Cllr Michael PT & E Michael
Promote healthy, local and low-carbon food by delivering the Cardiff Food Strategy by 2023. Cllr Michael PT & E Michael
Promote and instigate sustainable flood risk management Lead Lead We will: Member Directorate
Develop a sustainable water, flood and drainage strategy for Cardiff by 2021. Cllr Michael PT & E Michael
Complete coastal defence improvements in Cardiff East by December 2022. Cllr Michael PT & E Michael
Deliver phase 1 of the new Canal Quarter scheme by 2022. Cllr Michael PT & E Michael
*PT & E - Planning, Transport and Environment
62 DELIVERING CAPITAL AMBITION Put sustainability at the heart of our plans for Cardiff’s future development
Lead Lead We will: Member Directorate
Conduct a full review of the Local Development Plan by 2023 and engage in dialogue on Cllr Caro Wild *PT & E regional strategic planning arrangements.
Support the delivery of high-quality, well designed, sustainable and well-connected Cllr Caro Wild PT & E communities as described by the Council’s Master Planning Principle.
Deliver the Council’s Green Infrastructure Plan. Cllr Caro Wild PT & E
Lead a transformation of Cardiff’s public transport system and promote cycling, walking and active travel Lead Lead We will: Member Directorate
Work with Welsh Government, Transport for Wales and other partners to: Cllr Caro Wild PT & E • Deliver new stations at Loudoun Square, in the heart of Cardiff Bay, Crwys Road and Roath Park by 2024; • Establish a new mainline train station at Cardiff Parkway in St Mellons by 2023 and work with partners to complete the Eastern Bay Link Road; • Deliver a Bus Strategy for the city by 2020, including a new cross-city bus interchange at Waungron Road, providing connections to the University Hospital of Wales and linking to the east of the city by 2021; • Deliver new park and ride facilities at Llanilltern (Junction 33 of the M4) by 2023.
Continue to progress the City Centre Transport Masterplan projects from 2020 through to 2022. Cllr Caro Wild PT & E
Programme the delivery of the bridge crossing scheme at Llanrumney as part of a wider Cllr Caro Wild PT & E regeneration scheme. & Cllr Lynda Thorne
Invest £20m in a new fully segregated, safe cycling network across the city by 2022. Cllr Caro Wild PT & E
Develop a new Active Travel Network Map by 2021. Cllr Caro Wild PT & E
Roll out 20mph speed limits across the city by 2022. Cllr Caro Wild PT & E
Expand the on-street cycle hire scheme and complete roll out of e-bike fleet by June 2020. Cllr Caro Wild PT & E
Ensure all Cardiff schools have Active Travel Plans by 2022. Cllr Caro Wild PT & E
Complete the ‘Healthy Streets’ pilot and assess its impact by 2021. Cllr Caro Wild PT & E
*PT & E - Planning, Transport and Environment
63 DELIVERING CAPITAL AMBITION 64 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
Housing Indicator Target
The percentage of householder planning applications determined within agreed time periods. >85%
The percentage of major planning applications determined within agreed time periods. >70%
The percentage of affordable housing at completion stage provided in a development on greenfield sites. 30% (LDP)
The percentage of affordable housing at completion stage provided in a development on brownfield 20% (LDP) sites.
Transport and Clean Air Indicator Target
Modal Split for All Journeys (2026 target 50:50): Proportion of people travelling to work by 46.8% sustainable transport modes.
The number of schools supported to develop an Active Travel Plan. 40
3 The city-wide annual average Nitrogen Dioxide (NO2) concentrations at roadside locations. 30μg/m
3 The Nitrogen Dioxide (NO2) concentrations within Air Quality Management Areas (AQMA). 35μg/m
3 Legal compliance with EU Limit Value for Nitrogen Dioxide (NO2) in Castle Street 40μg/m (target for December 2021)
Waste and Recycling Indicator Target
The percentage of planned recycling and waste collections achieved. 99.9%
The percentage of municipal waste collected and prepared for re-use and/ or recycled. 64%
The percentage of waste collected at recycling centres that has been prepared for re-use or recycled. 80%
65 DELIVERING CAPITAL AMBITION Clean Streets Indicator Target
The percentage of highways land inspected by the Local Authority found to be of a high or acceptable 90% standard of cleanliness.
The number of wards in Cardiff where 90% of the highways land inspected is of a high or acceptable All standard of cleanliness.
The percentage of reported fly-tipping incidents cleared within five working days. 95%
The percentage of reported fly-tipping incidents investigated by Environmental Enforcement. 95%
The number of education and enforcement actions per month relating to improving recycling behaviour 3,000 by citizens.
66 DELIVERING CAPITAL AMBITION Well-being Objective 7: Modernising and Integrating Our Public Services
In the face of rising demand and reducing budgets, we are committed to modernising the Council’s systems and processes to support service delivery. This will mean streamlining and simplifying the way the Council does business, making better use of the Council’s asset base, finding new and better ways of working to take advantage of new technology and investing in our workforce so that they have the resources and skills to meet the complex challenges facing public services in the 21st Century.
67 DELIVERING CAPITAL AMBITION Measuring Progress against the Well-being Objective: Outcome Indicators
Improving City Performance: Satisfaction with services in the local area
Percentage of People that are Very or Fairly Satisfied that Good Services and Facilities are Available in their Local Area, 2018-19
90
80
70
60
Percentage 50
40
30
20
10
0 Blaenau Gwent Gwynedd Powys Isel of Anglesey Ceredigion Pembrokeshire Carmarthenshire Merthyr Tydfil Neath Port Talbot Rhondda Cynon Taf Caerphilly Wrexham Wales Vale of Glamorgan Monmouthshire Bridgend Flintshire Conwy Denbighshire Newport Torfaen Swansea CARDIFF
Source: National Survey for Wales, Welsh Government
Improving City Performance: Cumulative Budget Savings (£m) v % Satisfied with Council Services
Cumulative Budget Savings (£m) v % Satisfied with Council Services (Ask Cardiff Survey)
£120 80
70 £100 60 £80 50
£60 40
30 £40 20 £20 10
£0 0 2015/16 2016/17 2017/18 2018/19 2019/20
Source: Ask Cardiff / Cardiff Council Budget Report
68 DELIVERING CAPITAL AMBITION Progress Made
• The Cardiff Gov App has been downloaded more than and reduced the running cost of Council buildings by 20,000 times since its launch last year and has been circa £6.3m. expanded to include new services such as reporting problems on roads including potholes as well as reporting litter, broken • In 2018, the Council achieved the Corporate Health glass or dog fouling. Standard Award at Silver Level, demonstrating the organisation’s commitment to supporting the health and • The number of customer contacts to the Council using digital well-being of staff. channels, and those choosing to make payments online, has continued to increase – over 945,000 digital contacts • The Council has established a refreshed programme of were made during 2018/19. regular equality awareness training for Council staff, alongside an Equality Impact Assessment training • Since 2015, the Council has generated capital receipts programme for managers and policy makers. in excess of £40m to re-invest in valuable services
Priorities for 2020/21
To meet our aspiration to become one of the best-run supporting staff well-being and reducing the number of days Councils in the UK, we must continue our pattern of year-on- lost as a result of sickness absence, placing a particular focus year improvement, raising citizen satisfaction and improving on reducing long-term sickness absence. the performance of Council services compared to other Welsh authorities and major British cities. Through public Digital Ambition service reform we will protect and enhance frontline services to respond to rapidly increasing levels of demand, while Delivering improvement while reducing resources has relied implementing modernised, more efficient and more agile on a bold and ambitious approach to leading change. We working practices across our workplaces. Our services will will continue to introduce new technologies to support the become more responsive and flexible for both citizen and residents of Cardiff in their personal lives, as well as the staff alike. Council’s workforce in their professional lives. Nowhere is this change more evident than in how citizens can access Assets and Property services and interact with the Council, with more and more services now available online, the new Cardiff Gov App Major work has been undertaken on the long-term topping 20,000 downloads and our Twitter followers at commitment to modernise the Council’s estate. Following 90,000 - doubling since 2017. We now need to push harder at the successful delivery of the Assets and Property Strategy, applying digital thinking way past the front door, using this to capital receipts amounting to some £40m have already reconfigure and automate countless processes and services, delivering savings and improving the services for citizens in been generated and are being re-invested in delivering the process. the Council’s priorities. A new Corporate Landlord function has been established to ensure the management and maintenance of Council buildings meets all related Make sure that we are a Council that better talks to and responsibilities that fall to the Council as a property owner. In listens to the city we serve particular, significant progress has been made right across the A modern Council must be one that talks to and listens to the estate, especially in the city’s schools, to ensure the Council’s people of the city, and one which responds to the voice of buildings meet Health and Safety compliance standards and citizens. At the heart of this will be an ambitious participation to ensure that this continues to be monitored and managed strategy aimed at increasing public engagement in local effectively. democracy and decision making, with specific focus being placed on increasing participation from the most deprived, Workforce most disconnected and seldom heard groups in society. Few organisations deliver such a wide variety of services – through a range of business models – so successfully. Every day, Council officers deliver some of the city’s most valuable services with commitment, creativity and compassion. That is why the Council is committed to investing in and supporting its workforce. In doing so, we will continue to focus on
69 DELIVERING CAPITAL AMBITION What we will do to modernise and integrate our public services
Lead Lead We will: Member Directorate
Deliver fewer and better Council buildings and protect the Council’s historic Cllr Russell Economic buildings by: Goodway Development • Developing a new property strategy by December 2020 to rationalise and de-carbonise Council buildings, ensuring Council staff are located in buildings that have the highest environmental standards; • Developing a plan to secure investment into the Council’s historic assets including City Hall and the Mansion House by March 2021; • Reviewing the Council’s existing business estate to identify potential disposals to generate capital receipts to invest in the retained estate.
Reduce sickness absence rates by: Cllr Chris Resources Weaver • Continuing to supporting staff well-being, particularly through providing additional support for staff suffering with poor mental health; • Strengthening management practice across all directorates, with a focus on reducing long-term sickness absence rates.
Work towards achieving the Gold Level Corporate Health Standard Award by March Cllr Chris Resources 2021, by progressing the initiatives that are set out in the standard. Weaver
Build on the Agency Workers Charter by: Cllr Chris Resources Weaver and People & • Continuing the process of transferring long-term agency staff into permanent contracts; Communities • Reviewing agency workers placed with the Council via the Into Work Service.
Ensure that the Council’s workforce is representative of the communities it serves Cllr Chris Resources by: Weaver and People & Communities • Ensuring that our recruitment processes are not biased; • Supporting careers events in our least represented communities; • Reviewing current arrangements for Cardiff Works staff.
Get the best social and community value out of the Council’s £430m annual Cllr Chris Resources spend on goods and services by adopting a ‘Social Value’ framework for assessing Weaver contracts, with implementation commencing by May 2020.
70 DELIVERING CAPITAL AMBITION Lead Lead We will: Member Directorate
Continue to support the Foundational Economy through our Socially Responsible Cllr Chris Resources Procurement Policy, ensuring that local people and communities benefit from the money Weaver that the Council spends on goods and services, and working with partners to explore how we can further promote opportunities for Social Enterprises in Cardiff.
Strengthen social partnership arrangements in Cardiff by updating our procurement Cllr Chris Resources strategy to promote fair work and support the circular economy by October 2020. Weaver
Progress and deliver our customer service agenda with a focus on: Cllr Chris Resources Weaver • Delivering a programme of online and classroom-based customer service training; • Recruiting ‘customer and digital champions’ across the organisation; • Reviewing customer service satisfaction through biannual benchmarking surveys.
Deliver our ambitious Digital Strategy by: Cllr Chris Resources Weaver • Launching a new bilingual ‘chat bot’ by September 2020; • Producing an agile working strategy for the Council by December 2020.
Establish Cardiff as a Smart City, where digital technologies and data are seamlessly Cllr Chris Resources used to enhance the lives of people, by adopting the new Smart City roadmap by Weaver September 2021.
71 DELIVERING CAPITAL AMBITION Key Performance Indicators Indicators which tell us if the Council is delivering effectively
Deliver fewer and better Council buildings
Indicator Target
Reduce the gross internal area (GIA) of buildings in operational use. TBC
Reduce the total running cost of occupied operational buildings. TBC
Reduce the maintenance backlog. TBC
Capital income generated. TBC
Rebuild and reform our public services so that they can meet the challenges of the 2020s
Indicator Target
The percentage of staff that have completed a Personal Review (excluding school staff). 100%
The number of working days/shifts per full-time equivalent (FTE) Local Authority employee lost due 9.5 to sickness absence.
Citizen satisfaction with Council services. 75%
72 DELIVERING CAPITAL AMBITION Deliver our ambitious Digital Strategy
Indicator Target
The number of customer contacts to the Council using digital channels. 10% increase on 2019/20
The total number of webcast hits (Full Council, Planning Committees, Scrutiny Committees, Audit 5,500 Committee, Cabinet).
The number of Facebook followers. 10% increase on 2019/20
The number of Instagram followers. 10% increase on 2019/20
The number of people registered with the Cardiff App. 10% increase on 2019/20
The percentage of devices that enable agile and mobile working across the organisation. >45%
Make sure that we are a Council that better talks to and listens to the city that we serve
Indicator Target
The percentage of voter registration. 90%
The number of wards where the percentage of voter registration is over 90%. All
73 DELIVERING CAPITAL AMBITION